6 100% Inspection – Does it work?Workshop Discussion100% Inspection – Does it work?

7 Will 100% inspection protect the customer?ScenarioOakland’s Marketing Department are very proud of the publications they produce.The customers of Oakland expect the highest quality publications.Therefore, the manager of the publications department has decided to employ you as an inspector at the end of the printing process to ensure that the text produced is accurate.You have 30 seconds to inspect the following set of text and count how many times the letter ‘F’ appears, (upper & lower case) including the title.

8 F-TestFinished files are the results of many years of sceintific studies combined with the experience of many years of effort

9 How many did you see? Have another look!F-TestHow many did you see?Have another look!

10 F-TestFinished files are the results of many years of sceintific studies combined with the experience of many years of effort

19 Global 8D 0. Emergency Response Action 1. Identify the teamProtect the customer1. Identify the teamBuild cross-functional team2. Define the problemWhere, when, etc.Is/Is not analysisProcess mapMeasure and set objective3. Contain the symptomShort-term solutionRescue affected customers4. Identify root causesUse FMEA, Five WhysIdentify and check root cause5. Choose corrective actionFocus on fixing root causesSet targets and owners for implementation6. Implement corrective actionImplement to planCollect data to prove successThis is a more recent variant of the improvement cycle.It is popular in the automotive industries and actually originates in Ford.A good idea that it contains is ‘containing the symptom’ – this is like putting a sticking plaster on a bleeding wound before you go to the hospital. In practice, it may mean taking short-term steps to resolve a customer problem whilst also working on fixing the root cause that caused the problem in the first place.7. Make change permanentDocumentationRevise targets, FMEAs, etc.8. Recognise the teamRecognise individuals and the teamCelebrate success

21 DRIVER A European Lean Six Sigma Improvement MethodologyDefineDefine the scope and goals of the improvement project in terms of customer and/or business requirements and the process that delivers these requirements.RReviewMap the ‘as-is’ process and measure the current process performance to understand the ‘value-add’IInvestigarAnalyse the gap between the current and desired performance, prioritise problems and identify root causes of problems.VVerbessernGenerate the improvement solutions to fix the problems and prevent them from reoccurring so that the required financial and other performance goals are metEExecuteThis phase involves implementing the improved process in a way that “holds the gains”. Standards of operation will be documented in systems such as EN 9100 and standards of performance will be established using techniques such as Statistical Process ControlRenforcerCapitalise the improvement by ‘learning the lessons’ and establishing process re-assessment for continuous improvement

25 Lean PrinciplesLean principles are based on the Toyota Production System (TPS)TPS was developed after benchmarking the Ford Motor Company River Rouge plant in Detroit in the 1950’s.The key characteristics of TPS / Lean are:Only producing what is required, when it is requiredClose links throughout the supply chain – just in timeProducing right first timeA lean mindset & company cultureThe elimination of non-value added activity (waste)

31 What is Six Sigma?Six Sigma is focused on improving the quality of our products and servicesHow do we define the term ‘quality’?The generic definition of quality is ‘meeting or exceeding the customer requirements’The customer of a process can be internal or externalTherefore, Six Sigma improves quality, thus, improving customer satisfaction

32 Six Sigma Satisfying the CustomerDefectsAcceptableLSLUSLCustomer RequirementProcess PerformanceSigma is a capability metric that compares process performance against customer requirements

33 Is 99% Quality Good Enough?3.8 Sigma99% Good6 Sigma% Good2 short or long landings at an airport per day (200 daily flights)1 short or long landing every 5 yearsUnsafe drinking water for almost 15 minutes each dayUnsafe drinking water one minute every seven months5,000 incorrect surgical operations per week (500,000 operations per week)1.7 incorrect operations per week10,700 defects per million opportunities3.4 defects per million opportunities

35 Variable Process Capability AnalysisVariable process capability is the ability of a process output to ‘fit’ between the specification limits which are defined by the customer requirements.43567Can this distribution from a process outputfit between the specification limits of 51?

36 Variable Process Capability AnalysisCapability is an assessment of: process spread as a ratio of the process tolerance. – Cp / PpLSL USLToleranceProcess spreadCpk / Ppk is the location of the process mean with respect to both process specification limits.LSL USLMean

42 DRIVER Deployment StructureInverting the hierarchal triangleCustomers of Products and ServicesGreen BeltsBlack BeltsProject ChampionsMaster Black BeltsExecutive Black BeltsDRIVER deployment is led by executives to ensure company wide support